In their paper, Lodish and Mela argue that many brands are in trouble because management has taken a short-term approach, relying far too heavily on scanned sales data.
The w 1-b approximation is proposed as a useful model of repeat purchase.
Abstract Scientific knowledge builds by continuously subjecting its known laws to differentiated replications. Empirical generalisations capturing the Law of Double Jeopardy have been extensively tested in this way for decades, and rightly so because they continue to provide a valuable managerial key to the multi-million dollar question of how brands grow.
This research continues that work, first by extending knowledge of the operation of Double Jeopardy in the less familiar conditions of long-run continuous buying, emerging markets, capital purchasing and house of brand strategies, and second by validating the rather overlooked w 1-b approximation as a simple tool to predict behavioural brand loyalty.
Observations of competitive brand performance in 32 differentiated replications, some over thirty five years apart, find no boundary condition to the operation of the Double Jeopardy characteristic even in contexts that might initially suggest a challenge to its independence assumptions.
We outline the implications for managers in these new findings in terms of insight, planning and brand audit.by Leonard M.
Lodish and Carl F. Mela HE NUMBERS TELL A SOBERING STORY about the state of branded goods: From to , global private-label market share grew a staggering 13%. Furthermore, price premiums have eroded, and margins are following suit. Consumers are . The concept of Banglar Mela was to prove that, it is possible to create panoramic designs of cloths by using local and traditional fabrics.
And to promote them in the market with a reasonable price.
And to promote them in the market with a reasonable price. could be counter-productive to the long-term performance of firms (e.g., Lodish and Mela ). Firms with growth opportunities related to value creation and value appropriation would stand to gain if risk-averse managers could be motivated to invest in long-term performance (e.g., Guay.
(with C.F. Mela), Harvard Business Review Vol. 85, Issue 7/8 (July/August ), “Another Reason Academics and Practitioners Should Communicate More,” Journal of. We begin by thanking Mike Kruger, Len Lodish, Berk Ataman, Carl Mela, and Harald van Heerde for their thoughtful comments on our article (Bronnenberg, Dhar, and Dubé ).
After responding to these comments, we summarize several general directions for . Carl Frederick Mela of Duke University, North Carolina (DU). Read 62 publications, and contact Carl Frederick Mela on ResearchGate, the professional network for scientists. Leonard Lodish.